Author Archives: Larry Janis

Five behaviors you must practice to cross the leadership threshold

 

by Jared LafitteJared-Lafitte

Leadership is not defined by a title or a position, a record of experience or an accumulation of knowledge. That’s why there are many in positions of power who have great expertise and experience, yet are poor leaders.

Leadership is a practice that requires mastery of several key behaviors that transfer vision and motivate action. Like any behavior, they are meant to be learned, practiced, repeated and sharpened. Leadership should be pursued primarily as a set of practices to be developed and not as a position to be attained. When leaders learn to make this distinction between position and practice, they are crossing what I call the leadership threshold: a conceptual line that divides leadership grounded upon expertise, experience and authority (positional leadership) from leadership grounded upon behaviors and practices (behavioral leadership).

One way to nuance this is to say that experience, expertise and authority serve as crucial supplements to leadership, but generally do not themselves create leadership. Like logs in a fireplace, an accumulation of knowledge and experience provides fuel for the fire of leadership, but it is only behaviors such as conviction, communication and influence that provide the spark to set it ablaze. Crossing the leadership threshold means learning to view expertise, experience and authority as supportive but not primary. (more…)

West Coast Leader

 

iStock_000008266083Small[1]The Industrial Go-to-Market (GTM) Lead has responsibility for the growth and profitability of the Industrial client portfolio and associated P&L in the West.  The successful candidate will lead the Industrial Team and collaborate across our client to originate, architect, sell, and deliver programs and services to our clients.  The individual will develop durable client relationships, display deep sales and business acumen, build high performing teams, and establish herself/himself as highly industry relevant to our client’s Industrial clients.

Specific responsibilities include:

  • Growth: The primary focus of the new leader will be to broaden the relationships at the most senior levels within current and potential clients and to translate this into new business opportunities. It is critical that this individual understand the CEO’s agenda across the spectrum of enterprise operations, functional areas, and global influences. He or she will be seen as a credible business and commercially orientated partner who works across the breadth of the firm to win and deliver business with the existing clients as well as acquire new clients. Over time, he or she is expected to grow a substantial business, build sustainable, long term and profitable client relationships at the C-suite and Board levels, and reinforce our client’s position as a leading player in this market.
  • Set the strategy and build propositions: The new Leader will need to contribute to the evolution of key propositions that relate to business issues faced by our Industrial clients. The successful candidate will be expected to drive market development initiatives, new thought leadership and continue to build the reputation and brand in this area.
  • Client Account Leadership: The new leader will assume client account leadership responsibilities for a subset of high priority Industrial accounts. As the CAL, the individual will have ownership and accountability for the overall strategy and vision for the account, building enduring client relationships, growing presence and footprint, and leading efforts to bring the right talent to the account.
  • Delivery: The new leader will be expected to play a contributing role in the delivery of high priority and/or high visibility client projects.  Examples of contributing roles may include senior project oversight, Industrial subject matter advisor, steering committee member, etc.
  • Talent Development: The new leader will lead and build the Industrial Team in the West. The leader will be expected to develop talent on the team, inclusive of identifying key unmet talent needs, building diversity, and coaching team members to help them grow professionally.

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The Talent Curse

by Jennifer Petriglieri and Gianpiero Petriglieri

 

TalentThere were many late nights during Thomas’s time at a private equity firm, but two of them really stand out. On the first, he was at a bar. Earlier in the day, his boss had let him know that he was the top performer in his cohort. Over drinks that evening, he struck up a conversation with a partner at a rival firm. “You’re the guy who closed two deals in six months, aren’t you?” the man asked. It was a moment Thomas had dreamed of and worked for since leaving his small town for college, the first in his family, years before.

On the second, he was at his desk, working on a high-profile IPO. He was the only associate on the deal—the kind of assignment reserved for top talent on the firm’s fast track to partnership. Dawn was breaking, and he had no memory of the past six hours, even though his e-mail and phone logs chronicled a busy all-nighter. A neurologist later ran some tests and warned him of the dangers of sleep deprivation. “I would go to bed at five, wake up at seven with palpitations, and go to work,” Thomas recalled. “I never stopped to think that it was wrong. It’s how it works, I told myself. Everyone does it.”

Thomas slowed down briefly after the doctor’s warning but soon came back full throttle. His talent and drive were intact, though somehow he’d lost his sense of purpose. He created an opportunity for the firm to do a $1.3 billion deal, and then surprised his bosses by suddenly quitting. His performance was strong and his prospects bright as ever, but as he put it when we spoke, he had fallen victim to a vicious cycle: “I did not want to step off the fast track, so I could not slow down.” Thomas felt trapped by his firm’s expectations, but his desire to prove deserving of his bosses’ endorsement kept him from challenging the culture or asking for support. He felt both overwhelmed and underutilized, and concluded that this firm was not the right place to realize his leadership ambitions. (more…)

Pivots are for leadership — not just strategy

Tori-Utley_avatar_1465320691-400x400

By Tori Utley

The entrepreneurial journey is not linear – and it’s certainly not easy. Because of this, it’s easy to go the wrong direction, make the wrong decision, or choose a faulty business strategy.

Whether you’re a social entrepreneur solving community or social problems or an entrepreneur bringing new technology to market, there’s one thing you must remember – sometimes you need to admit your mistakes.

Whether it’s pride, aggressive timelines, or keeping your donors or investors happy, it’s difficult to say “we messed up” or worse – “I messed up.” This pride or fear can keep us ignoring both gut feelings and hard data – and ignorance in the face of truth about a mistake doesn’t get your company or your movement anywhere.

If entrepreneurs don’t know how to correct their own shortcomings – leadership style included – it puts the entire organization at risk of failure. Similar to how you run a startup, pivots are relevant in your leadership style, too. Learn to embrace the pivot to become a better leader – and watch your movement benefit in the process.

As a young social entrepreneur, I’ve had to learn the leadership pivot the hard way: after getting it way wrong. Although it’s never comfortable to go through these pivots, this kind of leadership and acceptance transcends through your team – which gets you closer to your ultimate goal of making an impact. (more…)

Digital Marketing Sales Executive

Leadership with educationThe Digital Marketing Sales Executive owns the sales process and outcomes, leading a pursuit strategy through the origination and closing of specific sales opportunities in both established and new accounts. He/she develops relationships with key buyers and decision-makers at new and/or existing clients and acts as the point of contact for resolution and escalation of all key sales pursuit related items with the client and internally.

 

Key responsibilities include:

  • Relationship Development: establish and strengthen relationships with CMOs, business and technical buyers, and key project stakeholders. Network with Industry Leaders, as well as business partners, alliance partners, Industry Vendors, Competitors, and participates in key industry forums.
  • Client Demand Stimulation and Opportunity Generation: Identify specific sales opportunities within existing and prospective clients. Engage in activities focused at generating client awareness of the firm and/or demand for Digital Marketing, which may include developing/sending promotional materials, presenting in business forums, charitable activities, and business associations
  • Sales Process Leadership: Lead Sales Process for specific approved opportunities, complying with all internal sales stage entry/exit requirements. Construct and execute sales strategy and deal plan; including value proposition, win themes, tactics & action plan, relationship and communication plan and competitive analysis. Review solution plans, cost models and written proposals as appropriate to ensure alignment with sales strategy.
  • Deal Closure: Lead team of professionals including technical, finance, legal, procurement, HR and proposal management through deal closure. Develop and maintain deal close plan, aligning proposition to client’s selection process, evaluation criteria and process.  Understand the client’s organization and processes and manage all negotiations and closing activities accordingly.

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